標竿管理（benchmarking）的概念於1994年由Bogan & English提出，強調以他人成功的經驗作為自己行動的嚮導來減少犯錯的機會，在商場上亦是如此，不論個人、團隊或組織都可以「他山之石可以攻錯」的方式，學習具有競爭力的優勢，彌補自我的缺陷與劣勢。
　　本研究目的是以舞蹈產業中具有優良表現者，作為研究標竿，透過分析、歸納了解其價值的核心概念，以運用於舞蹈教室的因應策略與執行管理，使舞蹈運動的經營管理更具有績效與成長。本研究主要探討本研究對象對於舞蹈經營管理方面的原則與內涵，透過訪談以及相關文件的分析，將資料進行彙整歸納得到結論如下所示：
一、舞蹈教學中心與舞蹈教師擁有相同的共識可提高學員學習效果的滿意度。
二、培養舞蹈專業人才的經營理念。
三、嚴謹的行政財務運作與規劃。
四、舞蹈教學中心的角色定位
五、品德教育與專業技巧及學業成績的並重。
六、少子化與高齡化的未來趨勢

　　The concept of benchmarking is brought up by Bogan and English in 1994. It claims that one can avoid mistakes by follow other’s successful experiences, and so does in business field. As a Chinese idiom say, “the stones of those hills may be used polish gems,” no matter persons, groups, or organizations can obtain advices from others’ success, learn to be competitive, and make up for their own defects.
　　The purpose of the thesis is to take some superiors in dance field as benchmarks. By analyzing and inducing their core values, applying the concepts to dance studios, the dance studios become more efficient and progressive in management and operation. The thesis proceeds with the approach of interview.
　　Through understanding the interviewees’ principles and ways of doing, the thesis will draw a conclusion as below:
1.The common consensus of the person in charge and teachers can raise students’ satisfaction.
2.The management philosophy of cultivating professionals.
3.The conscientious operation of administration and finance.
4.The roles of dance teaching centers.
5.The equal importance of moral education, professional skills and academic performance.
6.The future trend of birth rate declination and aging population.